20 minutes · No commitment
Above 15 people, somebody has to run the decision loop
Under 15 people a firm can hold its decisions in one head. The owner sits in every conversation that matters, and what got decided on Tuesday is still accurate on Friday because the person who decided it never left the room.
Past 15 that stops being true. Calls get made in more than one place, on different days, by people each holding part of the picture, and the record of what was actually decided lives in a calendar invite and somebody's memory. Cisco's 2025 AI Readiness Index puts 13% of organisations at a mature, repeatable process for generating and scaling AI use cases. The rest have capable people and nothing that keeps their decisions in one place.
This page covers what a firm of 15 to 50, and a firm of 50 plus, runs on top of the AI Business Brain: the Decision Discipline Workshop, Decision Deployment and the Decision Layer. Each one is bought on its own.
What changes when the owner stops being in every decision
Below that size the loop that keeps a firm's operating knowledge current runs on its own. Somebody notices the drift, somebody fixes it, and the quarterly review catches the rest.
Past that size it needs a fixed rhythm and a name against it. More people means more decisions in flight and more distance between the call and the person doing the work it changes.
The published research puts a number on it. 88% of organisations now use AI regularly in at least one part of the business, on McKinsey's 2025 reading, and fewer than 4 in 10 can point to any effect on profit. What separates those two groups is whether the decisions got written down and whether anybody owns checking them. Cisco found the organisations getting real results track the impact of what they build, 95% of them, 3 times the rate of everybody else.
Firms that come out of this well treat their decision record the way they treat their client list: one owner, and a date it gets reviewed. Firms that get stranded have the same quality of judgement and no way to show where it went.
What has to be live first
Nothing on this page runs without the install and the layer underneath it, and that holds at any size.
The Context Install builds the AI Business Brain: your approved processes, your policies, your templates and the language you use with clients, sitting in your files, in your tenancy, under your control, with a structured Claude environment for each person in the firm. The Context Layer keeps it current and carries the quarterly review.
Both of those are counted per seat. Decision Deployment and the Decision Layer are counted per business. That split is what stops anything here bundling into anything else, and it means a larger firm buys the foundation exactly the way a smaller one does, on more seats.
The Decision Discipline Workshop
Per firm, once, and available at every band.
The workshop is the one product here that is not sized to your headcount. It is a separate add-on at every band, sold before or alongside the decision products rather than inside them.
The room is 5 to 15 people who can fund a decision, own a workflow and kill one. At 15 staff that is the owner and the seniors. At 90 it is the executive team. Same room, different names on the chairs.
What the room settles is what the brain then runs on: where AI should create value, what gets funded, who owns each piece of work, what success looks like, and what would make you stop.
What leaves the room: the output deck inside 7 days, and fortnightly calls for 3 months after it.
Decision Deployment, 15 to 50 staff
Per business, per month, on an annual term. MethodWorks runs the loop with the owner.
Month 1 sets the ground: a half-day priority session with the owner and up to 5 seniors, a read-only MCP connection into mail, calendar, the CRM, the ledger and the project tool, and a baseline, being the 3 to 5 numbers the year gets measured against, written down and dated.
Every month after that:
| What arrives | What is in it |
|---|---|
| The Deployment Brief | What moved, what stalled, where two people are pulling against each other, what is waiting on you, what has gone unactioned past 30 days, what changed financially, and what competitors actually did, sourced to fact rather than to something said in a meeting |
| The decision session | 60 to 90 minutes with the owner. Work the brief, make the calls, put a name and a date against each one |
| The write-back | Approved decisions land in the brain as updated context, workflows, instructions and skills |
| Between sessions | Chat access for the owner |
Every quarter, the Quarterly Decision Review: the funded list against the baseline, each initiative marked fix, fund, scale or stop, and a pack the owner can hand to their accountant, their licensee or their board.
What leaves the room: the monthly brief, a decision record naming what was decided and who owns it by when, the updated brain, and the quarterly pack.
What sits outside it: automations beyond the write-back, quoted separately and scoped per build. The per-seat install and the per-seat maintenance stay on their own clause, and so does the workshop.
The Decision Layer, 50 plus staff
Per business, per month, on an annual term as a minimum. MethodWorks runs the loop with the executive team.
What separates it from Decision Deployment is how far into the business the loop reaches.
| Decision Deployment | The Decision Layer | |
|---|---|---|
| In the loop | The owner plus a handful of seniors | The executive team, department by department |
| Rhythm | Monthly brief, monthly session, quarterly review | Weekly signals, a monthly pack for the executive team, a quarterly board review |
| What gets observed | The business as one unit | Each department, with its own owner and its own metrics |
Above 50 the failure changes shape. A call made at the top reaches some departments and stalls in others, and nobody finds out until the quarter closes. Observing each department on its own is what makes that visible in the week it happens.
The line the reading does not cross
The layer reads the shared brain and the systems the work already sits in: mail, calendar, the CRM, the ledger, the project tool. It never reads what an individual types into their own Claude. The test on any signal is whether it reports what a person did with Claude or whether their machine can run Claude, and the first is refused.
That boundary goes to your staff in writing at every install. People work out quickly whether a new system is there to help them or to watch them, and this is the answer they can hold us to.
Where these two stand today
Decision Deployment and the Decision Layer were both settled on 18 September 2026 and neither has been quoted to a buyer. What is written above is the spec, and the spec is what the first buyer holds us to.
One thing is open and you should hear it from us rather than find it. How the Decision Layer scales inside a business a long way past 50 is unsettled. The first firm in the room settles that with us.
Which one you are in
| Staff | What you add | Unit | Who is in the room |
|---|---|---|---|
| 15 to 50 | Decision Deployment | Per business, per month, on an annual term | The owner, with MethodWorks running the loop |
| 50 plus | The Decision Layer | Per business, per month, on an annual term as a minimum | The executive team, with MethodWorks running the loop |
| Any size | The Decision Discipline Workshop | Per firm, once | 5 to 15 of your own decision-makers |
Headcount is how the bands are written down. What actually separates the two decision products is how many decision-makers the loop has to reach, and that is a conversation rather than a threshold.
There are no figures on this page. The workshop is quoted per firm, the decision products are quoted per business, and the install underneath them is quoted off your seat mix by role. One headline number would be wrong for all of it, so you get the real ones on the call.
If you would rather have a read before you speak to anyone, the scorecard is 18 questions and returns your score without an email address.
Start with the hours
The install and the layer underneath these products are counted per seat, so that is where the arithmetic starts. The calculator on the booking page takes your seat counts by role and returns the hours the install is built to give back, at 5 hours a week per person across 48 working weeks. Put your own hourly rate in and it prices those hours in your numbers rather than ours. Then you pick a time, and we work out on the call which of the two decision products your firm is actually in.